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Getting Things Done: The Art of Stress-Free Productivity
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Getting Things Done: The Art of Stress-Free Productivity [Format Kindle]

David Allen
4.5 étoiles sur 5  Voir tous les commentaires (26 commentaires client)

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With first-chapter allusions to martial arts, "flow," "mind like water," and other concepts borrowed from the East (and usually mangled), you'd almost think this self-helper from David Allen should have been called Zen and the Art of Schedule Maintenance.

Not quite. Yes, Getting Things Done offers a complete system for downloading all those free-floating gotta-do's clogging your brain into a sophisticated framework of files and action lists--all purportedly to free your mind to focus on whatever you're working on. However, it still operates from the decidedly Western notion that if we could just get really, really organized, we could turn ourselves into 24/7 productivity machines. (To wit, Allen, whom the New Economy bible Fast Company has dubbed "the personal productivity guru," suggests that instead of meditating on crouching tigers and hidden dragons while you wait for a plane, you should unsheathe that high-tech saber known as the cell phone and attack that list of calls you need to return.)

As whole-life-organizing systems go, Allen's is pretty good, even fun and therapeutic. It starts with the exhortation to take every unaccounted-for scrap of paper in your workstation that you can't junk, The next step is to write down every unaccounted-for gotta-do cramming your head onto its own scrap of paper. Finally, throw the whole stew into a giant "in-basket"

That's where the processing and prioritizing begin; in Allen's system, it get a little convoluted at times, rife as it is with fancy terms, subterms, and sub-subterms for even the simplest concepts. Thank goodness the spine of his system is captured on a straightforward, one-page flowchart that you can pin over your desk and repeatedly consult without having to refer back to the book. That alone is worth the purchase price. Also of value is Allen's ingenious Two-Minute Rule: if there's anything you absolutely must do that you can do right now in two minutes or less, then do it now, thus freeing up your time and mind tenfold over the long term. It's commonsense advice so obvious that most of us completely overlook it, much to our detriment; Allen excels at dispensing such wisdom in this useful, if somewhat belabored, self-improver aimed at everyone from CEOs to soccer moms (who we all know are more organized than most CEOs to start with). --Timothy Murphy


A New Practice for a New Reality

It's possible for a person to have an overwhelming number of things to do and still function productively with a clear head and a positive sense of relaxed control. That's a great way to live and work, at elevated levels of effectiveness and efficiency. It's also becoming a critical operational style required of successful and high-performing professionals. You already know how to do everything necessary to achieve this high-performance state. If you're like most people, however, you need to apply these skills in a more timely, complete, and systematic way so you can get on top of it all instead of feeling buried. And though the method and the techniques I describe in this book are immensely practical and based on common sense, most people will have some major work habits that must be modified before they can implement this system. The small changes required-changes in the way you clarify and organize all the things that command your attention-could represent a significant shift in how you approach some key aspects of your day-to-day work. Many of my clients have referred to this as a significant paradigm shift.

The methods I present here are all based on two key objectives: (1) capturing all the things that need to get done-now, later, someday, big, little, or in between-into a logical and trusted system outside of your head and off your mind; and (2) disciplining yourself to make front-end decisions about all of the "inputs" you let into your life so that you will always have a plan for "next actions" that you can implement or renegotiate at any moment.

Anxiety is caused by a lack of control, organization, preparation, and action. -David Kekich

This book offers a proven method for this kind of high- performance workflow management. It provides good tools, tips, techniques, and tricks for implementation. As you'll discover, the principles and methods are instantly usable and applicable to everything you have to do in your personal as well as your professional life.* (*I consider "work," in its most universal sense, as meaning anything that you want or need to be different than it currently is. Many people make a distinction between "work" and "personal life," but I don't: to me, weeding the garden or updating my will is just as much "work" as writing this book or coaching a client. All the methods and techniques in this book are applicable across that life/work spectrum-to be effective, they need to be.) You can incorporate, as many others have before you, what I describe as an ongoing dynamic style of operating in your work and in your world. Or, like still others, you can simply use this as a guide to getting back into better control when you feel you need to.

The Problem: New Demands, Insufficient Resources

Almost everyone I encounter these days feels he or she has too much to handle and not enough time to get it all done. In the course of a single recent week, I consulted with a partner in a major global investment firm who was concerned that the new corporate-management responsibilities he was being offered would stress his family commitments beyond the limits; and with a midlevel human-resources manager trying to stay on top of her 150-plus e-mail requests per day fueled by the goal of doubling the company's regional office staff from eleven hundred to two thousand people in one year, all as she tried to protect a social life for herself on the weekends.

A paradox has emerged in this new millennium: people have enhanced quality of life, but at the same time they are adding to their stress levels by taking on more than they have resources to handle. It's as though their eyes were bigger than their stomachs. And most people are to some degree frustrated and perplexed about how to improve the situation.

Work No Longer Has Clear Boundaries

A major factor in the mounting stress level is that the actual nature of our jobs has changed much more dramatically and rapidly than have our training for and our ability to deal with work. In just the last half of the twentieth century, what constituted "work" in the industrialized world was transformed from assembly-line, make-it and move-it kinds of activity to what Peter Drucker has so aptly termed "knowledge work."

In the old days, work was self-evident. Fields were to be plowed, machines tooled, boxes packed, cows milked, widgets cranked. You knew what work had to be done-you could see it. It was clear when the work was finished, or not finished.

Now, for many of us, there are no edges to most of our projects. Most people I know have at least half a dozen things they're trying to achieve right now, and even if they had the rest of their lives to try, they wouldn't be able to finish these to perfection. You're probably faced with the same dilemma. How good could that conference potentially be? How effective could the training program be, or the structure of your executives' compensation package? How inspiring is the essay you're writing? How motivating the staff meeting? How functional the reorganization? And a last question: How much available data could be relevant to doing those projects "better"? The answer is, an infinite amount, easily accessible, or at least potentially so, through the Web.

On another front, the lack of edges can create more work for everyone. Many of today's organizational outcomes require cross-divisional communication, cooperation, and engagement. Our individual office silos are crumbling, and with them is going the luxury of not having to read cc'd e-mails from the marketing department, or from human resources, or from some ad hoc, deal-with-a-certain-issue committee.

I try to take one day at a time, but sometimes several days attack me at once. -Ashley Brilliant

Almost every project could be done better, and an infinite quantity of information is now available that could make that happen.

Our Jobs Keep Changing

The disintegrating edges of our projects and our work in general would be challenging enough for anyone. But now we must add to that equation the constantly shifting definition of our jobs. I often ask in my seminars, "Which of you are doing only what you were hired to do?" Seldom do I get a raised hand. As amorphous as edgeless work may be, if you had the chance to stick with some specifically described job long enough, you'd probably figure out what you needed to do-how much, at what level-to stay sane. But few have that luxury anymore, for two reasons:

1 | -The organizations we're involved with seem to be in constant morph mode, with ever-changing goals, products, partners, customers, markets, technologies, and owners. These all, by necessity, shake up structures, forms, roles, and responsibilities.

2 | -The average professional is more of a free agent these days than ever before, changing careers as often as his or her parents once changed jobs. Even fortysomethings and fiftysomethings hold to standards of continual growth. Their aims are just more integrated into the mainstream now, covered by the catchall "professional, management, and executive development"-which simply means they won't keep doing what they're doing for any extended period of time.

We can never really be prepared for that which is wholly new. We have to adjust ourselves, and every radical adjustment is a crisis in self-esteem: we undergo a test, we have to prove ourselves. It needs subordinate self-confidence to face drastic change without inner trembling.-Eric Hoffer

Little seems clear for very long anymore, as far as what our work is and what or how much input may be relevant to doing it well. We're allowing in huge amounts of information and communication from the outer world and generating an equally large volume of ideas and agreements with ourselves and others from our inner world. And we haven't been well equipped to deal with this huge number of internal and external commitments.

The Old Models and Habits Are Insufficient

Neither our standard education, nor traditional time-management models, nor the plethora of organizing tools available, such as personal notebook planners, Microsoft Outlook, or Palm personal digital assistants (PDAs), has given us a viable means of meeting the new demands placed on us. If you've tried to use any of these processes or tools, you've probably found them unable to accommodate the speed, complexity, and changing priority factors inherent in what you are doing. The ability to be successful, relaxed, and in control during these fertile but turbulent times demands new ways of thinking and working. There is a great need for new methods, technologies, and work habits to help us get on top of our world.

The traditional approaches to time management and personal organization were useful in their time. They provided helpful reference points for a workforce that was just emerging from an industrial assembly-line modality into a new kind of work that included choices about what to do and discretion about when to do it. When "time" itself turned into a work factor, personal calendars became a key work tool. (Even as late as the 1980s many professionals considered having a pocket Day-Timer the essence of being organized, and many people today think of their calendar as the central tool for being in control.) Along with discretionary time also came the need to make good choices about what to do. "ABC" priority codes and daily "to-do" lists were key techniques that people developed to help them sort through their choices in some meaningful way. If you had the freedom to decide what to do, you also had the responsibility to make good choices, given your "priorities."

The hurrier I go, the behinder I get.-Anonymous

The winds and waves are always on the side of the ablest navigators.-Edward Gibbon

What you've probably discovered, at least at some level, is that a calendar, though important, can really effectively manage only a small portion of what you need to organize. And daily to-do lists and simp...

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Commentaires client les plus utiles
22 internautes sur 22 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Un livre pratique 26 août 2008
Par Nyckeau
Format:Broché|Achat vérifié
Après deux ans passés à pratiquer l'approche "Covey", j'étais toujours insatisfait. Certes, j'avais des perpectives, des objectifs, et les choses étaient claires et je m'étais organisé. Mais agir au quotidien présentait encore des difficultés. En clair, il manquait une méthode simple, très terre à terre, afin que tout ce que j'avais à faire finisse par être fait.
C'est désormais fait, et GTD a tout simplement révolutionné mon organisation. Mon système de classement n'a jamais été aussi fluide, ce que j'ai à faire est on ne peut plus clair et de nombreux projets ou idées qui stagnaient depuis des mois ont été subitement débloqués et ont été achevés en quelques jours, et sans véritable effort.
La méthode en elle même pourrait être résumée en une poignée de pages, mais le livre sert surtout à sa mise en oeuvre pas à pas, d'où le découpage, quelques redondances, et de très nombreuses explications sur tous les points abordés de manière très pédagogique.
Cette méthode est très complémentaire de celle de Covey. Covey fournit des clefs pour les orientations générales, Allen fournit les clefs pour l'fficacité au quotidien, et pour que chaque chose soit faite. A lire absolument, celà pourrait révolutionner votre organisation!
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32 internautes sur 35 ont trouvé ce commentaire utile 
Format:Broché|Achat vérifié
Ce livre est une methode extremement efficace pour gerer ce qui vous submerge dans votre travail, votre vie... Page apres page, il vous apporte des solutions extremement pratiques pour :
- trier vos messages sous toutes formes (papiers, emails...)
- gerer ces messages (en attente, actions a mener, a traiter ulterieurement...)
et bien d'autres trucs et astuces...
L'objectif est de vous liberer l'esprit pour vous permettre de raisonner a un niveau superieur.
Un livre a lire et a faire lire !
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18 internautes sur 21 ont trouvé ce commentaire utile 
Par Benjamin
Si vous avez aimé les "7 méthodes pour être efficace" de Covey, vous apprécierez autant "GTD" qui se penche aussi sur l'organisation de sa vie, mais à un niveau plus pragmatique, celui de chaque tâche ou idée.

Regorge de réflexions et intuitions très intéressantes.
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20 internautes sur 24 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Un sommet de la gestion du flux de travail 14 août 2005
Format:Broché|Achat vérifié
Comment s'organiser face à l'imprévu permanent ?
Comment ne pas stresser dans ces conditions ?
Ce livre répond de façon applicable et pragmatique à la première question pour eviter la seconde !!!
Le texte est clair. Les réponses le sont aussi.
A lire absolument
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1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Tout simplement simple et brillant 29 janvier 2013
Par Xander
Format:Format Kindle|Achat vérifié
David Allen secoue les idées d'organisation les plus courantes pour proposer du neuf, qui apporte une vraie efficacité. À lire et relire, pour s'assurer de ne plus faire faux !
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1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Apprenez et appliquez la célèbre méthode GTD 25 octobre 2012
Par Talentus
Format:Broché|Achat vérifié
Ce livre présente une méthode extrêmement efficace pour organiser sa vie professionnelle et quotidienne en éradiquant procrastination et en se libérant l'esprit.
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1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 incontournable 13 août 2011
C'est un livre qui doit se lire plusieurs fois pour bien comprendre le sujet.
Il devient alors une référence pour organiser ses idées, projets et s'attaquer à la réalisations de toutes les taches que l'on souhaite accomplir.

L'anglais est facile à aborder (pas de vocabulaire compliqué)

une première partie présente les principes de GTD et une seconde sa mise en œuvre.

incontournable pour une application professionnelle ET personnelle.
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1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Très adapté pour organiser son emploi du temps 25 avril 2009
Getting Things Done: The Art of Stress-free Productivity

Très adapté pour organiser son emploi du temps
Excellent livre!
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